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This document summarizes the services provided by Pensionmark to help clients with retirement planning. Pensionmark believes retirement planning should be simple and puts clients at the center of everything. They provide fiduciary support, reliable experts, education programs, online tools and customized plans. The document outlines how they assess plans, providers and costs to help clients optimize their retirement strategies. Pensionmark is committed to challenging the traditional approaches and finding better solutions for clients.
This document discusses summary queries in SQL. It explains that summary queries are used to retrieve aggregate or summary information rather than details of individual records. It describes SQL column functions such as SUM, AVG, MIN, MAX, COUNT that can be used to summarize data. It also discusses GROUP BY and HAVING clauses that allow grouping and filtering of aggregated data. Subqueries and the CASE statement for conditional logic in SQL queries are also briefly covered.
Este poema habla de un hombre enamorado de una mujer a la que describe como una "ni?a hechizera". El poema expresa que aunque otros pregunten sobre su amor, ¨¦l solo contar¨¢ parte de la historia y no revelar¨¢ todo para evitar despertar envidia. Resalta lo hermoso que es el amor que siente por ella y pide perd¨®n si al expresar su emoci¨®n rompe el silencio.
The document summarizes information for a KS4 information evening at Rednock School. It outlines three pathways for students to choose courses based on their interests and goals. The core curriculum requirements are described. Students can choose from a range of GCSE and BTEC courses as options. Important dates for the options process are also listed.
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This document discusses establishing an enterprise direction for veteran-facing mobile applications. It outlines the current capabilities and limitations, which include inconsistent single sign-on, a limited user experience, lack of multi-platform availability, and limited scalability and analytics. The future vision includes a mobile strategy, improved user experience, a centralized application store, scalable infrastructure, and analytics to better serve veterans' mobile needs.
Phil Mechanisms for e-Gov, ICT Devt, Innovation and EntrepreneurshipAlejandro Melchor III
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The document provides an overview of Philippine mechanisms for e-government services, ICT development, innovation and entrepreneurship. It discusses key initiatives like the i-BPLS project to streamline business permits, the E-Serbisyo portal for online government services, and the Philippine Digital Strategy to promote transparent governance. It also outlines the country's growing ICT infrastructure including expansions of broadband access and fiber optic networks, as well as programs to develop IT talent and leverage the labor force.
Presentation to the 1st year students in Faculty of Science, Engineering and Technology in University Tunku Abdul Rahman (UTAR), Kampar Campus, Malaysia.
Main Content:
1. Statistics of ICT job market in Malaysia.
2. 10 commandments for success in ICT career
This document discusses ST's offline power supply products. It begins with an introduction to ST, including its market segments and major product lines. It then covers offline power supply configurations and topologies like SMPS. The document outlines ST's new VIPer+ family, including its roadmap and product details. It also discusses new products, magnetic components, and design tools and recommendations. The overall summary provides context about ST's offline power supply portfolio and upcoming products.
Regulator's role in ensuring successful MNP implementation and managementBSP Media Group
?
The document discusses the regulator's role in ensuring successful mobile number portability (MNP) implementation and management in Tanzania. It provides an overview of Tanzania's communications sector, including policies, regulations, licensing frameworks, market growth, and infrastructure development. It then examines available MNP approaches, noting Tanzania opted for direct routing using All Call Query and a centralized clearinghouse operated by an independent third party. The regulator's involvement in MNP includes establishing robust processes, managing numbering resources, ensuring quality of service, and facilitating dispute resolution. Stakeholder collaboration is also key to the success of MNP.
The document discusses Taiwan's progress in e-learning and ICT education. It provides an overview of key organizations and companies contributing to the e-learning sector in Taiwan. The Institute for Information Industry (III) has played a pivotal role in developing Taiwan's ICT industry and digital education. E-learning adoption is growing in both corporate training and K-12 education. The overall value of Taiwan's e-learning industry is also increasing, projected to reach NT$45 billion by 2012. Leading companies offer a variety of e-learning solutions including courseware, platforms, hardware, and consulting services.
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?
The document provides an executive summary of the ITC Strategic Plan for Barcelona dated December 13, 2007. It outlines the objectives of developing the strategic plan, which are to increase efficiency, transparency, and establish a learning organization. The strategic plan was developed jointly with various MSF departments and Accenture. It assesses the current ITC organization, systems, infrastructure, and identifies areas for improvement. The strategic plan also outlines a proposed new ITC organizational model and future system architecture to better support MSF. A roadmap for initiatives over the next three years is included to implement the changes according to organizational priorities.
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Comparative analysis for J&PS ICT first level helpdesk
1. Page 1 of 5
Comparative Job & Person Specification Analysis
for First Level ICT Helpdesk Officers
throughout the South Australian Public Service
A total of 553 roles and responsibilities (Appendix 1) were examined from
eleven First Level ICT Helpdesk Job & Person Specifications (J&PS) for
seven State Government Departments and internal Health Agencies (see
Table 1 with remuneration levels from ASO2, ASO3 and ASO4).
Specific second level support roles and responsibilities examined from J&PS
from metropolitan (non-CBD) areas including Flinders Medical Centre and
The Queen Elizabeth Hospital, were discounted from combined first level
helpdesk and second level support J&PS positions in Table 2 as column 7.
Department of Health second level ICT support J&PS defining specific roles
and responsibilities not performed by First Level ICT Central Helpdesk
Officers include:
? User Administration ASO3 Senior Helpdesk Officer
? PC Support ASO4 ICT Support Officer
The 533 roles and responsibilities are categorised under the following 15
headings:
1. Adaptability, Learning and Development, Undertaking Training
2. Communication with Customers, Team Members and External Affiliates
3. Computer Literacy (Applications, Hardware & Network Infrastructure)
4. Confidentiality, Privacy, Freedom of Information
5. Customer Service, Efficiency and Efficacy
6. Documentation (Preparation, Maintenance, Distribution)
7. Initiative, Responsibility, Pro-activity, Working without Supervision
8. Meeting Deadlines, Prioritisation, Working Under Pressure
9. OHW&S, EEO, Equity and Diversity
10. Other
11. Planning, Organisation and Management
12. Problem-solving, Analytical Ability, Investigation and Research
13. Project Work, Higher Duties
14. Teamwork, Contributing to the Whole
15. Training Users, Clients and Team Members
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2. Page 2 of 5
Table 1
Job & Person Specifications examined include:
Department / Agency Branch / Section Remuneration J&PS Position Title
Department of Health ICT Central (ICTC) ASO2 Helpdesk Officer
Flinders Medical Centre ICT ASO2 ICT Support Officer
ASO3 Senior Support Officer
The Queen Elizabeth Hospital ASO3 Helpdesk Officer
Information Technology &
Telecommunications
ASO4 Helpdesk Coordinator
DECS Technology & Knowledge ASO3 Customer Support Analyst
(Department of Education & Management Services
Children¡¯s Services) IT Customer Support Centre
ASO4 Senior Customer Support Analyst
DFEEST Service Desk ASO4 ICT Service Desk Officer
(Department of Further Education,
Employment, Science & Technology)
DTF ICT Services ASO3 Service Desk Officer
(Department of Treasury & Finance) Shared Services Reform Office
ASO4 ICT Support Officer
SAPOL Information Systems & ASO3 Helpdesk Officer
(South Australian Police) Technology Services
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3. Page 3 of 5
Table 2
The following table quantifies the roles and responsibilities per category detailed in ICT Helpdesk Job & Person Specifications (ASO3,
ASO4) that are currently being performed by Department of Health ICT Central First Level Helpdesk Officers (ASO2).
Column 1 Column 2 Column 3 Column 4 Column 5 Column 6 Column 7
ICTC Comparing out of Comparing out of 2nd Level
Category
J&PS ICTC to ASO3 Total ICTC to ASO4 Total Support
2 1 5 5 8 8 0
3 2 13 15 11 13 3
6 3 33 52 24 34 28
5 4 2 3 0 0 1
11 5 49 50 22 26 1
3 6 10 13 13 25 5
1 7 22 24 23 26 1
1 8 8 8 7 8 1
2 9 14 14 13 13 0
2 10 5 6 6 8 0
0 11 6 8 13 15 2
2 12 7 7 8 8 0
3 13 2 2 5 12 2
2 14 21 21 17 17 0
3 15 4 6 3 7 2
46 Total 201 234 173 220 46
For column Key see page 4
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4. Page 4 of 5
Key to Table 2
Column 1 ¨C ICTC J&PS
This column quantifies the number of roles and responsibilities contained in the ICT Central ASO2 Helpdesk Officer J&PS for each
category (providing a category weighting of role importance for the ICTC Helpdesk Officer position).
Column 2 ¨C Category
This column lists the category number from page 2 representing the category of collated roles and responsibilities from all J&PS
examined in this comparative analysis.
Column 3 ¨C Comparing ICTC to ASO3
This column quantifies the number of ASO3 remunerated roles and responsibilities currently performed by First Level ICT Central
Helpdesk Officers examined in the 553 roles and responsibilities analysed.
Column 4 ¨C out of Total
This column quantifies the total number of ASO3 roles and responsibilities examined in the comparative analysis.
Column 5 ¨C Comparing ICTC to ASO4
This column quantifies the number of ASO4 remunerated roles and responsibilities currently performed by First Level ICT Central
Helpdesk Officers examined in the 553 roles and responsibilities analysed.
Column 6 - out of Total
This column quantifies the total number of ASO4 roles and responsibilities examined in the comparative analysis.
Column 7 ¨C 2nd Level Support
This column quantifies the number of specifically second level ICT support roles and responsibilities that have been discounted from the
resultant percentiles in the comparative analysis because they are currently performed by dedicated second level ICT Services units
within the Department of Health.
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5. Page 5 of 5
Resultant Percentiles
First Level ICT Central Helpdesk Officers currently fulfil 98% (201/(234-29)) of
all the ASO3 duties, roles and responsibilities expected from all First Level
Helpdesk Officers across the seven examined Departments and Agencies.
First Level ICT Central Helpdesk Officers concurrently fulfil 85% (173/
(220-17)) of all the ASO4 duties, roles and responsibilities expected from First
Level Helpdesk Officers across the seven examined Departments and
Agencies.
10% (58/553) of duties, roles and responsibilities are specifically assigned to
specialized Second Level ICT Support Officers within the Department of
Health ICT Services branch and are deducted from the total roles and
responsibilities tallied (column 7 Table 1).
eg. 28 Computer Literacy (category 3) roles performed by J&PS at FMC and
TQEH are performed by specialized ICTS PC Support and are not included in
resultant percentiles above.
The four ASO3 duties, roles and responsibilities tallied as not currently
applied by First Level ICT Central Helpdesk Officers and not applied by ASO4
ICT Support Officers within the Department of Health include:
1. Minimum two years experience in the provision of IT Helpdesk or similarly
user oriented support function.
2. Assist in the identification, establishment and review of corporate and
departmental performance standards and outcomes.
3. Desirable - Supervisory experience to manage work of subordinates as
required.
4. Desirable - Knowledge of change management and configuration
management processes.
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